Five levels of service-and-repair support help SCS customers maximize availability and uptime...
"...stable paint viscosity produced dramatic reductions in viscosity-related defects such as orange peel, gloss and sag, and temperature-related defects such as dry spray."
- Roush, First-tier auto supplier
more »
At St. Clair Systems, we're differentiating ourselves from the competition by cultivating our richest source of expertise and innovation-our teams and individuals.
SCS is a collaborative culture, but not by accident. Our designers, engineers, fabricators, field technicians, and sales people all have unique expertise in their fields and in the industries we serve. But more than that, each SCS associate has a clear vision of how his or her expertise contributes to the company's success. Team members set semi-annual performance targets and mutually-agreed-upon means for their achievement. Teams plan their work, analyze their unit performance data, and use information and quality-control tools to drive continuous improvements on the plant floor as well as in support functions.
Understanding the strength of this model and seeing first-hand its effectiveness, the senior leadership has identified as our most important challenge the empowering of associates to contribute directly to all aspects of our success.
And it's working. The culture of collaboration and accountability at SCS continues to generate the quality of product and the innovations that set us apart from our competition. But we also understand that as our competition follows us-in our technology, our guiding principles, our leadership philosophy-we're helping to set the industry apart as well.
To learn more about SCS, contact our offices in Washington, Michigan.
SCS is a collaborative culture, but not by accident. Our designers, engineers, fabricators, field technicians, and sales people all have unique expertise in their fields and in the industries we serve. But more than that, each SCS associate has a clear vision of how his or her expertise contributes to the company's success. Team members set semi-annual performance targets and mutually-agreed-upon means for their achievement. Teams plan their work, analyze their unit performance data, and use information and quality-control tools to drive continuous improvements on the plant floor as well as in support functions.
Understanding the strength of this model and seeing first-hand its effectiveness, the senior leadership has identified as our most important challenge the empowering of associates to contribute directly to all aspects of our success.
And it's working. The culture of collaboration and accountability at SCS continues to generate the quality of product and the innovations that set us apart from our competition. But we also understand that as our competition follows us-in our technology, our guiding principles, our leadership philosophy-we're helping to set the industry apart as well.
To learn more about SCS, contact our offices in Washington, Michigan.